Who should attend
Managers and supervisors of staff in customer-facing roles, and those responsible for ensuring that the service level offered to customers is a positive differentiator for their company, which will help increase customer retention
About the course
Note that there is a lot in here for a we will need to prioritise with you / go to three days or prioritise on a daily basis with the audience. The items marked in italics are a first cut of elements we may workshop with the audience (some in small team groups) – this would help increase their knowledge gain and engagement as the activities will be focused to their work environment and their customers. The activities will also set them on the path of implementing their own action plan for improving customer centricity.
## Course Objectives
By the end of this seminar, delegates will be able to:
- Understand why and how customer centricity is more important than customer satisfaction
- Increase business opportunities and profitability with customer centric strategy
- Establish how a customer-centric strategy can increase profitability and shareholder value?
- Find out how you can optimise customer-centric systems and processes cost effectively
- Identify who your internal and external customers are and make necessary organisational changes to improve the situation
- Overcome the disconnection between the concept of customer-centricity and financial accounting system
- Gain buy-in from top management
## Course Outline
Module One: Stepping Up to Customer-Centrics
What is a customer-centric organisation?
From pushing products to winning customers – relationship marketing
What’s in it for you? What’s in it for the customer?
Assessing how customer-centric your organisation is
Identifying cultural changes necessary to ensure customer focus
Designing a Customer-Centric Organisation
A framework for analysing customer-centric marketing.
Re-orienting the entire operating model around the customer
Understanding the four stages of customer focus
Building competitive advantage with “Wow” factors that customers value
Developing systems, metrics and processes to monitor the consistency and success of its customer-centric strategy
Module Two: Leveraging a Customer-Centric Strategy to Increase Profitability
Aligning the operating model with a defined and quantified customer segmentation strategy – not all customers are equal
How can a customer-centric strategy increase profitability and shareholder value?
Customer retention strategy: increasing customer loyalty and ROI
Understanding and calculating Customer Lifetime Value
Making Internal Organisational Changes: Walking the Talk
The role of external customers, employees and partners
Turning the organisational chart on its head
“Moments of truth” that recreate your brand thousands of times a day
Rethinking reward systems in customer-centric organisations
The vital role of HR in building a customer-centric organization
Module Three: Building Blocks of a Customer-Centric Organisation
Customer experience as a strategic management tool.
Making systems and processes more customer friendly whilst minimising costs and adding value
Collaborating across organisational silos: across functions, product & service lines; integrating marketing and non-marketing functions
Transforming an existing organisation using the sequential approach
Using the Full Power of Customer Insight
Analysing the seven dimensions of your customers’ buying behaviour.
Using research and technology to gather vital data
Tailoring your service levels, pricing, and product development to better meet customer needs and ultimately profitability
Achieving more efficient deployment of firm-wide resources
Module Four: Measuring and Managing Customer-Centricity
Customer profitability as a strategic management tool
Key metrics in customer-centric organisations that would stand up to an external audit
The disconnection between the concept of customer-centricity and financial accounting system - soft vs. hard measures
“The Service-Profit Chain” and “Zero Defections” – getting bean counters on board
Module Five: Avoiding Implementation Pitfalls
Understanding that this is neither simply a marketing initiative nor a quick fix for poor customer ratings and or sagging sales
Getting the CEO and top management on board from the start and are personally committed to implementing its strategies
Developing cross functional teams to foster communication, co-ordination and cooperation
Ensuring that staff at all levels “own” the programme and take responsibility for its success
Never promising staff or customers anything you cannot deliver on
Measuring the right things, i.e. both soft and hard measures to track results over tim
Videos and materials
Read more about Human Capital Management
Because of COVID-19, many providers are cancelling or postponing in-person programs or providing online participation options.
We are happy to help you find a suitable online alternative.